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It's All about Who You Hire, How They Lead... and Other Essential Advice from a Self-Made Leader
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Editor's Note By Warren Bennis xiii Foreword By John A. Byrne xv Prologue xxi 1 It's All About Who 1 Hire the best * Seeking the enthusiastic yes * Five key things to look for * Hire when you don't need to * Provide experience, demand the rest 2 The ABC's of People 11 A simple truth revealed: relentlessly seek A players * Get rid of the C's * Your first loyalty is to the organization * Know the difference between what is acceptable and what is possible * A's attract other A's 3 Building a Rich, Deep, and Ethical Culture 21 Why it pays off big-time to (1) Do what's right and (2) Treat others with respect, fairness, and decency * Never abandon principle * Being scrupulously honest is enlightened self-interest 4 What Happens When You Ignore Culture, People, and Values 33 The soft stuff is the real stuff * In deal making, too little attention is paid to culture fit * People, culture, and values bring competitive distinction * Often the so-called little things make a difference 5 What I Learned from Peter Drucker 51 Improving the team is the leader's primary job * Put your best person on your biggest opportunity *Meet regularly with the second- and third-level staff as CEO * Meet and greet the rank-and-fi le before management 6 Killing Yourself for Your Customer 69 Why superior customer service is a huge missed opportunity * Find a need and fill it * Create a culture dedicated to service * Always ask yourself how you could do better * A company devoted to customer service is in the business of exceeding expectations 7 Principles Make a Difference 79 Rules make "doing" easier and better * Smart policies liberate employees * Commit an organization's core learning to written, visible guidelines 8 Factbooks: Key to Personal Discipline 89 How thoughtful standardized practices lead to better performance * Great execution requires discipline and focus * A painstaking devotion to the details * Break down a manager's tasks into small manageable steps * Hold yourself and everyone accountable 9 Why We Swung Our Acquisitions Bat to Hit Singles, Not Home Runs 95 Buying niches, not size, is safer and better * Look for undermanaged businesses * Make carefully calculated risks, not bet-the-company gambles * Try to hit singles, not home runs 10 Lighting Candles 103 Lighting even one candle changes the world * Allow others to come up with and to help shape ideas * Group ownership brings a better result * Involvement leads to understanding * Understanding leads to commitment 11 A Gospel of Wealth 115 Pursue philanthropy as systematically as business * Bet on people * Select tough, persistent problems to tackle * Create mission statements, clear goals, and formal work plans 12 Using Business Ideas in the Social Sector 121 Sound management practices work in every setting and are a huge "missed opportunity" in philanthropy * Powerful results can come from seemingly simple business tools * Benefit from the lessons of the best performers * Commit to the continuing development of people 13 An Olive Tree 129 A simple truth re-lived: treating others in the proper way pays off big-time * Make your company a great place to work * Fully satisfy your customers * Fully satisfy your shareholders 14 Yes, I Can! 137 My leadership journey in business and philanthropy started when I first believed "Yes, I can" * Believe in yourself and your ideas to make the world a better place * Success does not come only from breakthroughs but also from hard work 15 Some Beacons to Steer By 147 Reducing stress is not an easy task-but worth tackling in a serious way * Carefully plan every workday * Diet, exercise, and sufficient rest * Adopt a formal personal system to help get more results * Think big, start small 16 If I Could Do It Over Again . . . 157 Why I would do the same thing over again in a heartbeat * Search for personal fulfillment * Do something significant with your life * Respect who you are and how you have lived your life * Love what you do Appendix 163 Acknowledgments 173 The Authors 179 Index 181

About the Author

Morton Mandel is a self-made billionaire, entrepreneur and philanthropist. With his brothers, Jack and Joseph, he cofounded Premier Industrial Corporation in 1940, eventually merging it with Farnell Electronics in a $3 billion transaction. The brothers established the Jack, Joseph and Morton Mandel Foundation, which funds numerous social leadership initiatives all over the world. Mort was named by Peter Drucker as one of three impressive CEOs alongside Jack Welch and Andy Grove. He learned how to start and build enduring institutions from the ground up. His financial success and passion allowed him to partner with non-profits of all kinds with a laser-like focus on developing professional leadership, able to truly transform people's lives. He has personally founded more than a dozen non-profit organizations. His deep-seated passion is evident in the mission of his Foundation: "To invest in people with the values, ability, and passion to change the world." Mort has fine-tuned a set of practices that have been proven to deliver dramatically better results. In his book, It's All About Who... , he shows how important it is to find, recruit, and cultivate "A" players for leadership roles. This can lead to better strategies, better execution, and greater client satisfaction. Further, he believes that personal values matter -- honesty, decency, respect, and generosity are essential elements in a life worth living. John A. Byrne , the former executive editor of BusinessWeek and editor in chief of Fast Company magazine, is the author or coauthor of ten other business books, including two New York Times best sellers. With legendary General Electric Co. CEO Jack Welch, he wrote Jack: Straight from the Gut, one of the most successful business books in history.

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